Town Hall Meeting

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Town Hall Meeting

• March 12, 2004

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Agenda

• Organization Chart Central Admin.
• Updates
• Finances
• Campaign Priorities
• Introduce Roy Vagelos

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COLUMBIA UNIVERSITY MEDICAL CENTER
Gerald D. Fischbach Executive Vice President for
Health and Biomedical Sciences Dean of the
Faculty of Medicine
Harvey Colten Vice President and Senior
Associate Dean for Academic Affairs
Marilyn Castaldi Chief Communications Officer
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Dr. Harvey Colten, VicePresident and Senior
AssociateDean for Academic Affairs. Dr. Colten
is accountable for education, research, IRB,
Clinical Trials office, faculty affairs,
appointments and promotions, and departmental
reviews.
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Dr. Joseph Tenenbaum, Senior Associate Dean for
Clinical Affairs. Dr. Tenenbaum is accountable
for the strategic plan for patient care and
clinical programs, the quality of clinical care,
faculty practice plan, affiliation agreements,
and oversight of clinical administration and
operations, billing compliance and malpractice.
In addition, Joe continues to be engaged in his
clinical practice. Kathleen ODonnell, Vice
President andSenior Associate Dean for
ClinicalAdministration, will be responsible for
clinical administration and operations,
andmalpractice.
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Dr. Edward Shortliffe, Deputy Vice President and
Senior Associate Dean for Information
Technology. Dr. Shortliffe is accountable for
the strategic use of information technology in
patient care, education and research and
oversight of the central IT operations (CUBHIS).
In addition, he continues his responsibilities
as Chair of the Department of Biomedical
Informatics.
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Dr. Eric Rose, Associate Dean for Translational
Research. Dr. Rose is accountable for the
facilitation of translational research efforts
including the development of opportunities with
the NIH and commercial partners. In addition,
he continues his responsibilities as Chair of
the Department of Surgery.
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Dr. Joanna Rubinstein, Senior Associate Dean for
Institutional and Global Initiatives. Dr.
Rubinstein is accountable for developing
financial support for basic and translational
research from foundations, philanthropy and
through strategic initiatives with industry. In
addition, she oversees graduate and postdoctoral
programs and is responsible for international
programs.
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Marilyn Castaldi, ChiefCommunications
Officer Ms. Castaldi is accountable forexternal
communications andmarketing, internal
communications, media relations, and publications.
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John Scales, Vice President for Development. Mr.
Scales is accountable for leading the one
billion dollar capital campaign and for the
annual giving programs.
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Dr. Michael OConnor, Chief Financial Officer and
Vice President / Senior Associate Dean for Budget
and Finance. Dr. OConnor is accountable for all
financial matters at the Medical Center
including financial planning, budget systems
and accounting, clinical finances, and controls.
All School and Departmental administrators with
financial responsibilities have a dual reporting
relationship to Michael.
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Kevin Kirby, Chief Operating Officer and Vice
President / Senior Associate Dean for
Administration. Mr. Kirby is accountable for the
execution of the Medical Centers strategic plan,
space and facilities, housing, grants and
contracts, human resources, environmental health
and safety, security, non-academic student
services, and government / community relations.
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Finally, I am accountable for driving vision
and strategy for the medical Center, setting
standards for educational, research, and clinical
excellence, advancing philanthropic efforts at
all levels, providing executive interface with
the University and Hospital, and serving as the
Medical Centers liaison to the national and
international arenas.
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Updates
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Update - Grants

• 358M overall
• Special mention
• Multicomponent Columbia AIDS Program (W. El-Sadr)
• Regional Center of Excellence for BioDefense and
  emerging Infectious Diseases Research (I. Lipkin)
• Molecular Pathogenesis of Breast Cancer (R. Dalla
  Favera)

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Update Research (Obesity and Inflammation)
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Update Research (Prions)
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Update - New Faculty

• Betty A. Diamond Prof. Of Medicine Chief of
  Rheumatology
• Thomas Herzog Professor of Clinical Obstetrics
  and Gynecology Chief of Gynecological Oncology

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Update - New Faculty

• Fiona Doetsch Assist. Prof. Neurology and
  Pathology
• Thomas Pickering Prof of Medicine Director of
  Behavioral Cardiovascular Medicine Program
• Timothy Wang Prof. of Medicine Chief of
  Gastroenterology
• Thomas Martin Director of the Institute of
  Comparative Medicine

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Update - Searches

• Psychiatry (R. Mayeux)
• Urology (K. Forde)
• Cancer Center (D. Brenner)
• Genetics and Development (R. Kass)
• Biochem. and Mol. Biophys. (A. Marks)

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Update - Recent Gifts

• Naomi Berrie Foundation 12M (PS)
• Kavli Institute (7.5M PS)
• Edward Reiner Center for Behavioral and
  Psychosomatic Medicine (5M PS)
• Francis Somers Estate 4.4M SON
• H. and R. Heilbrunn Scholars Program (5M MSPH)
• Anonymous Faculty, Students, Staff, Space (5.7
  MSPH)

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Update the University

• Manhattanville
• Tennis Court Building
• DrNP

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Finances
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Our Challenges

• Implement strong financial controls
• Establish new comprehensive budget process
• Eliminate 19.5 million deficit in central
  administration budget
• Conduct other business as usual

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2003-04 Sources of Operating Funds for the
Medical Center
Total 1,125 Million
Note Other includes gifts, endowment, patent
and miscellaneous revenues
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School of Medicine2003-04 Central Operating
Budget
Centrally Controlled (168 Million) 18
Total 942 Million
Restricted (774 Million) 82
Primarily departmentally controlled
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A Balanced Budget (2004 2005)

• (millions)
• Original Deficit Projection -19.4
• Increase in revenue
  
  4.1
• Increase in expenses - 2.5
• Net -17.8
• Non-personnel expense reduction 7.5
• Personnel expense reduction 6.0
• Net -4.3
• Additional revenue 4.3
• Net 0.0

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JULY 1, 2004

• Balanced budgets in place
• More training, better tools and stronger
  financial controls
• Annual salary increases for central
  administration staff

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Update - Hospitals

• NYPH doing well
• GE initiative
• Childrens Hospital up and running
• Harlem Hospital contract negotiation
• St. Lukes/Roosevelt

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Campaign Priorities
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Priorities

• Our mission is to improve the health of our
  local, national and global communities.
• As we embark on this ambitious mission, we will
  revolutionize education in all of the health
  sciences restoring education as a high calling
  throughout the CUMC community we will become one
  of the premier centers in the world for research
  in biomedical science and prevention of disease
  we will apply our knowledge to provide the
  highest quality of care. We will restore a sense
  of trust in medicine and science as a profession.
  We will make health care more effective, more
  available and more affordable.

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Priorities - Overview

• Based on Strategic Plan
• We must be excellent in all areas but will
  begin according to certain principles
• Build from strength
• Break down preclinical/clinical barriers
• Translational and clinical research
• Interdept and interschool programs

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Priorities - Education

• Glenda Garvey Academy of Education
• Student Scholarships
• Education Center

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Priorities - Patient Care

• Ambulatory Care Center
• Recruitment of Clinical Department Chairs
• Recruitment of superb physician/educators
• Strong faculty practice plans and organizations
• Quality Initiative (including outcomes research)
• New information systems

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A Big Medical Center
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Priorities - Research

• Neuroscience
• C2B2 / Genome Center
• Translational and Clinical Research
• Metabolic disorders
• Cancer Biology
• Global Health

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A Big Medical Center
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Priorities Research Infrastructure Saul
Silverstein and Richard Sohn (Chairs)Retreat
October 29, 2003

• Cores (D. Bickers)
• Research administration (R. Sohn)
• Research computing (A. Califano)
• Space (M. Shelanski)
• Research costs (M. OConnor)

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• Key Issues
• Amount, quality, and configuration of lab space
• Difficult to recruit new faculty
• Difficult for current faculty to be as productive
  as wed like
• Not conducive to collaboration
• Insufficient capacity of animal facilities and
  other core facilities
• Limited data available on space utilization and
  effectiveness
• No swing space to facilitate renovations
• No process for assigning new space same space
  can be committed to multiple parties

Research Space
Other 47.7K 8.5
Centers Institutes 140.7K 25.0
Clinical Depts. 232.4K 41.3
Clinical Sciences 153.6K 41.6
Basic Sciences 141.7K 25.2
Total Research NASF 562.5K1
Approximately 50 of research space has been
renovated in last 5 years
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Priorities Innovation Fund

• Support for Core Resources
• Facilitate recruitment of extraordinary
  individuals
• Seed funding for new opportunities e.g. stem
  cell and/or gene therapy (Restorative Medicine)
• Promote collaborations between Schools
• Maintain and improve the physical plant

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NIH Roadmap
Themes Implementation Groups
Implications for Columbia

• New Pathways to Discovery
• Building blocks, pathways networks
• Molecular library and imaging
• Structural biology
• Bioinformatics and computational biology
• Nanomedicine
• Research Teams of the Future
• - High risk research
• Interdisciplinary research
• Public-private partnerships
• Reengineering the clinical research enterprise
• Clinical research

• How to better organize and execute on
  multidisciplinary grants
• Grant development
• Core facilities
• Manage multidisciplinary efforts

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2003-04 Sources of Operating Funds for School of
Medicine
Total 942 Million
Note Other includes gifts, endowment, patent
and miscellaneous revenues
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Toward a Balanced Budget

• Reduce non-personnel expenses - 7.5 M
• 4.0 M debt restructuring/common costs
• 1.0 M consultant agreements
• 1.0 M contractual services (facilities,
  operations, etc.)
• 1.4 M NYPH expense reimbursement
• 0.1 M Other non-personnel reductions
• Reduce personnel expenses -6.0 M
• Eliminate vacancies
• Reduce use of casual and temporary staff
• Transfers and potential layoffs 40 (of approx.
  4000)
• Additional Revenue -4.3 M